Recommend me a book... on Management

ScienceBoy

ScienceBoy

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OK so I have got two job interviews for manager posts confirmed soon, anyone recommend any good books?

The jobs are Quality manager posts, I have the experience in a technical sense but could do with some good books on management of change etc.

Anyone got any recommendations?
 
http://www.bsigroup.co.uk/en-GB/iso-9001-quality-management/

Basic stuff on hear.
I was the first manager to achieve this grade for golf courses and driving ranges....25 years ago!!
Change management is interesting especially team working and responsibilities.
Staff love to moan upwards but when you give them the opportunity to take responsibility for their area it generally works well.

It means the manager has to step back a bit and allow a few failures in the early stages. Generally speaking the staff member doing the job knows how to do it better than the manager [or how the manager tells them to do it!]

Good luck, be honest, and have a couple of sensible questions to ask at the interview.
 
Study material depends on whether you are looking for a Supervisor come Managerial role or actively Managing Quality as part of a team

There are plenty of different approaches to either role

TQM Prince and Six Sigma are flavours of Quality Management and others are already mentioned above

Managerial training comes down to Ability to Plan, your Interpersonal skills and Carrot and Stick work

Good Luck
 
Well ran quality across two sites and three shifts for nearly two years, pretty much a quality manager in everything but title with a load of floor work thrown in. Was fun as I built the QMS there from scratch inc a GMP element thrown in plus HACCP too, BTW I was also pretty much leading training and H&S... Ive always done a bit of everything it seems.

Just never actually got any professional qualifications and wanted to gap fill a little on any basics I might be missing.

Only over 1 man, its more of a technical quality role which is right up my street.
 
ScienceBoy said:
Well ran quality across two sites and three shifts for nearly two years, pretty much a quality manager in everything but title with a load of floor work thrown in. Was fun as I built the QMS there from scratch inc a GMP element thrown in plus HACCP too, BTW I was also pretty much leading training and H&S... Ive always done a bit of everything it seems.

Just never actually got any professional qualifications and wanted to gap fill a little on any basics I might be missing.

Only over 1 man, its more of a technical quality role which is right up my street.
Click to expand...

You mentioned a need relating to the Management of Change. Is this so that you can understand the general principals?
 
SocketRocket said:
You mentioned a need relating to the Management of Change. Is this so that you can understand the general principals?
Click to expand...

Yes, pretty much how I might bring about change in relation to communicating to more senior management than I am familiar with.

I have done a bit of influencing in my time but the positions I am interviewing are a new challenge, I will no doubt need to bring about change in a more far reaching way than I ever have done before and to more senior persons.
 
Father_Ted said:
Study material depends on whether you are looking for a Supervisor come Managerial role or actively Managing Quality as part of a team

There are plenty of different approaches to either role

TQM Prince and Six Sigma are flavours of Quality Management and others are already mentioned above

Managerial training comes down to Ability to Plan, your Interpersonal skills and Carrot and Stick work

Good Luck
Click to expand...

Your the Quality Man - you argue your case against the Money man and the Planning man.
 
ScienceBoy said:
Yes, pretty much how I might bring about change in relation to communicating to more senior management than I am familiar with.

I have done a bit of influencing in my time but the positions I am interviewing are a new challenge, I will no doubt need to bring about change in a more far reaching way than I ever have done before and to more senior persons.
Click to expand...

The typical human being does not like change , doesn't like being pulled out of their comfort zone.

But business's success relies on successfully implementing change, continuously for many organisations.

Change is best achieved through persuasion, rather than imposing it. Engaging people, at the very least telling them what you are trying to achieve is important - rather than telling them your new idea will definitely achieve it. Important for getting them aligned and get their buy in.

The higher up the tree you are speaking to, then persuasion is just/ more important as senior managers may well have valid alternative ideas. They also have large teams, so the more of them you get onside the better.


Alcohol sometimes helps (but not if you are driving or playing golf :).
 
51PBFvsM5gL._SX258_BO1,204,203,200_.jpg


Here you go. :rofl:
 
ScienceBoy said:
Yes, pretty much how I might bring about change in relation to communicating to more senior management than I am familiar with.

I have done a bit of influencing in my time but the positions I am interviewing are a new challenge, I will no doubt need to bring about change in a more far reaching way than I ever have done before and to more senior persons.
Click to expand...

That book I suggested on Amazon should be a good start then. If you need any further advice then PM me, I am a Fellow of the Chartered Institute of Management.
 
SocketRocket said:
That book I suggested on Amazon should be a good start then. If you need any further advice then PM me, I am a Fellow of the Chartered Institute of Management.
Click to expand...

If I get through the first interview I will grab a copy. The first one is about my CV and my past experience so I expect mostly competency based questions. I usually do well in those, even once got offered a job when I just went along for a practice interview. The guy squeezed me in to help me out. I ended up being the best person they saw!
 
ScienceBoy said:
If I get through the first interview I will grab a copy. The first one is about my CV and my past experience so I expect mostly competency based questions. I usually do well in those, even once got offered a job when I just went along for a practice interview. The guy squeezed me in to help me out. I ended up being the best person they saw!
Click to expand...

Sounds good. Make sure you read up on the company and their products and have some questions for them :thup:
 
ScienceBoy said:
If I get through the first interview I will grab a copy. The first one is about my CV and my past experience so I expect mostly competency based questions. I usually do well in those, even once got offered a job when I just went along for a practice interview. The guy squeezed me in to help me out. I ended up being the best person they saw!
Click to expand...

#HumbleBrag of the week
 
Given the amount of time you have, I suspect trying to grasp any new concept will be difficult. I suspect you are an old dog and you know how to deliver change. Effectively what you are looking for is the construct or framework to frame your response to any interview question. So it might be easier to read some of the website rather than 1 particular book. Once you get some of the basic constructs of how to do change, then reflect it with your experience.. That way you will always be more comfy rather than trying to memorise a new jargon or thingamajing... keep it simple. Managing change is all about people (and then process) so keeping it simple will be better.

Another thing (and I am sure you do this already)... always respond to interview Qs with the STAR model... i.e. Situation, Task, Action, Result. for example
Q) In your last co, how did you ensure that in your role GMP was followed blah blah blah...
A)
(Situation) Our company makes capsules and there for GMP is crucial but we had started to see increase in incidents blah blah
(task) I led the task force to look at failure mode analysis blah blah
(Action) Based on the workshops and data analysis, we decided to change shift patterns blah blah blah
(Result) Changing the shift approach resulted in reduction in incidents and increase in GMP compliance. Equally, as we managed this via shift change rather than new IT systems or tools, we reduced the cost of project by 30% while increasing productivity increased by 22% blah blah


(trust me I am a consultant)

Good luck
 
vkurup said:
Given the amount of time you have, I suspect trying to grasp any new concept will be difficult. I suspect you are an old dog and you know how to deliver change. Effectively what you are looking for is the construct or framework to frame your response to any interview question. So it might be easier to read some of the website rather than 1 particular book. Once you get some of the basic constructs of how to do change, then reflect it with your experience.. That way you will always be more comfy rather than trying to memorise a new jargon or thingamajing... keep it simple. Managing change is all about people (and then process) so keeping it simple will be better.

Another thing (and I am sure you do this already)... always respond to interview Qs with the STAR model... i.e. Situation, Task, Action, Result. for example
Q) In your last co, how did you ensure that in your role GMP was followed blah blah blah...
A)
(Situation) Our company makes capsules and there for GMP is crucial but we had started to see increase in incidents blah blah
(task) I led the task force to look at failure mode analysis blah blah
(Action) Based on the workshops and data analysis, we decided to change shift patterns blah blah blah
(Result) Changing the shift approach resulted in reduction in incidents and increase in GMP compliance. Equally, as we managed this via shift change rather than new IT systems or tools, we reduced the cost of project by 30% while increasing productivity increased by 22% blah blah


(trust me I am a consultant)

Good luck
Click to expand...

Great advice, I am actually 29 but I have just always been thrown in the deep end in jobs and had to learn on my feet. My first was almost a quality apprenticeship (but was actually a normal job) and my second was on a project that just took off and I was best placed to take a lot of responsibility. Both really accelerated my knowledge and experience both on and off the shop floor.

The one thing I am really missing is the need to influence and bring about change to other senior management, it was just not part of the structure of my last job and my boss did that in my first job.
 
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